Past Paper TQM

Total Quality
Management
Past Papers
Prepared By: Mubariz Siddique

Past paper Semester Fall 2022
Section A
Q-1 How can you implement ant three dimensions of service quality improve the service quality of
student service center of UOG?
To improve the service quality of the Student Service Center at the University of Guam (UOG), you
can implement the three dimensions of service quality outlined in the SERVQUAL model. The
SERVQUAL model identifies the following dimensions:
1. Tangibles:
• Enhance the physical appearance of the Student Service Center. Ensure that the facilities
are clean, organized, and well-maintained.
• Invest in modern technology and equipment to streamline processes and improve
efficiency.
• Provide a comfortable waiting area for students with amenities like seating, reading
materials, and refreshments.
• Train staff to maintain a professional appearance and demeanor.
2. Reliability:
• Ensure that the Student Service Center consistently delivers accurate and reliable
information to students.
• Establish and communicate clear and realistic service standards, such as response times
for inquiries and issue resolution.
• Implement systems for tracking and monitoring student requests to ensure timely and
reliable service.
• Regularly update and improve processes to minimize errors and delays.
3. Responsiveness:
• Train staff to be attentive, prompt, and proactive in addressing student needs and
concerns.
• Implement efficient communication channels to respond to student inquiries and
feedback.
• Provide additional training for staff to enhance problem-solving and decision-making
skills.
• Establish feedback mechanisms, such as surveys or suggestion boxes, to gather input
from students about their experiences and suggestions for improvement.
Q-2 Discuss how can you us AT & T bench marking approach to improve UOG Transport process?
Benchmarking is a valuable approach that involves comparing an organization's processes, performance,
and practices against those of industry leaders or best-in-class organizations. In the context of improving
the University of Guam (UOG) Transport process, you can adapt AT&T's benchmarking approach to
identify best practices and opportunities for enhancement. Here's a step-by-step guide:
1. Define Objectives and Scope:
• Clearly define the objectives of benchmarking, such as improving efficiency, reducing
costs, or enhancing customer satisfaction within the UOG Transport process.
• Specify the scope of the benchmarking study, identifying key areas within the
transportation process that need improvement.
2. Identify Metrics and Key Performance Indicators (KPIs):
• Determine the key metrics and KPIs relevant to the UOG Transport process. This may
include metrics like on-time performance, vehicle utilization, fuel efficiency, and
customer satisfaction.
• Obtain benchmarking data from AT&T or other organizations with efficient transportation
processes to compare against UOG's performance.
3. Select Benchmarking Partners:
• Identify organizations with similar characteristics or challenges to UOG's transportation
process. These may include educational institutions, public transportation systems, or
companies with large-scale vehicle fleets.
• AT&T's benchmarking approach involves studying both industry and non-industry peers,
allowing for a broader perspective.
4. Collect Data and Analyze Processes:
• Gather data on the selected benchmarking partners' transportation processes. This may
involve site visits, interviews, surveys, and data exchanges.
• Analyze and compare key aspects of the UOG Transport process with those of the
benchmarking partners, identifying strengths, weaknesses, and areas for improvement.
5. Identify Best Practices:
• Identify and document best practices observed in the benchmarking partners'
transportation processes. These may include innovative technologies, efficient route
planning, maintenance strategies, or customer service approaches.
• Consider how these best practices can be adapted and implemented within the context of
UOG.
6. Gap Analysis:
• Conduct a gap analysis to identify the disparities between UOG's current transportation
processes and the best practices identified through benchmarking.
• Prioritize the gaps based on their impact on the overall effectiveness of the UOG
Transport process.
7. Develop an Improvement Plan:
• Based on the analysis and gap assessment, develop a comprehensive improvement plan.
This plan should outline specific initiatives, timelines, responsibilities, and resource
requirements.
• Consider short-term and long-term strategies for implementing changes.
8. Implement Changes and Monitor Progress:
• Execute the improvement plan, implementing changes and enhancements to the UOG
Transport process.
• Monitor progress regularly using the established metrics and KPIs. Adjust strategies as
needed and ensure continuous communication and collaboration among stakeholders.
9. Benchmark Periodically:
• Establish a schedule for periodic benchmarking to ensure continuous improvement.
Regularly revisit the transportation process, compare performance against industry
benchmarks, and identify emerging best practices.
10. Share Best Practices:
• Encourage a culture of knowledge sharing and collaboration within the university and the
broader community. Share UOG's successes and best practices with other institutions,
contributing to the overall improvement of transportation processes in the education
sector.
Q-3 Define FMEA table and perform the analysis for any three functions of the mobile phones
which you are using in home?
Here's a simplified Failure Modes and Effects Analysis (FMEA) for three functions of a mobile phone
without using a table:
Function 1: Battery Life
Potential Failure Mode: Reduced battery capacity
Potential Failure Effects: Shortened usage time
Severity (S): 7
Potential Causes: Aging
Occurrence (O): 6
Current Controls: Charging regimen
Detection (D): 8
RPN (Risk Priority Number): 7 x 6 x 8 = 336
Recommended Actions: Implement battery health monitoring and regular replacements.
Function 2: Screen Display
Potential Failure Mode: Cracked screen
Potential Failure Effects: Loss of visual display
Severity (S): 9
Potential Causes: Dropping device
Occurrence (O): 4
Current Controls: Protective case
Detection (D): 7
Recommended Actions: Encourage use of protective cases and screen protectors.
Function 3: Operating System
Potential Failure Mode: System crashes
Potential Failure Effects: Data loss, non-functioning
Severity (S): 8
Potential Causes: Software bugs
Occurrence (O): 5
Current Controls: Regular updates
Detection (D): 6
Recommended Actions: Continuous monitoring and rapid deployment of software patches.
Q-4 Suppose you are a leader of telecom what is your responsibilities to get ISO 9001
certificate of your organization
1. Quality Management System (QMS) Establishment: Lead the development and implementation
of a QMS aligned with ISO 9001 standards.
2. Internal Audits: Conduct regular internal audits to assess adherence to ISO 9001 requirements.
3. Continuous Improvement Culture: Foster a culture that encourages ongoing enhancement of
processes and procedures.
4. Process Documentation Oversight: Oversee the documentation of all processes and procedures to
align with ISO 9001.
5. Quality Objectives Setting: Define and communicate quality objectives in line with
organizational goals.
6. Performance Monitoring: Monitor and evaluate performance metrics to ensure continuous quality
improvement.
7. Compliance Assurance: Ensure strict compliance with ISO 9001 standards across all
organizational aspects.
Section B
Q-1 Describe the five service quality inventions to improve the restaurant quality
standard? Headings
To improve restaurant quality standards, consider implementing the following five service quality
innovations:
1. Digital Ordering and Payment Systems:
Description: Implement user-friendly digital ordering systems and mobile payment options.
Benefits:
• Enhances order accuracy and reduces manual errors.
• Improves efficiency by streamlining the ordering and payment process.
• Offers convenience to customers, reducing wait times and enhancing overall experience.
2. Tableside Technology and Interactive Menus:
Description: Introduce interactive tablets or devices at each table for menu browsing, ordering, and
providing feedback.
Benefits:
• Empowers customers to make informed choices with detailed menu information.
• Facilitates quicker and more personalized service.
• Allows customers to provide instant feedback, aiding in continuous improvement.
3. Personalized Customer Loyalty Programs:
Description: Develop and implement personalized loyalty programs using customer data and preferences.
Benefits:
• Builds customer loyalty and encourages repeat business.
• Enables targeted promotions and discounts based on individual preferences.
• Provides valuable insights into customer behavior for improved service customization.
4. Sustainable Practices and Eco-Friendly Initiatives:
Description: Integrate sustainable and eco-friendly practices into restaurant operations.
Benefits:
• Appeals to environmentally conscious customers.
• Reduces the restaurant's environmental footprint.
• Enhances the brand image and attracts a socially responsible customer base.
5. AI-Powered Customer Service Chatbots:
Description: Implement AI-driven chatbots for handling customer queries, reservations, and feedback.
Benefits:
• Provides instant responses to customer inquiries, improving service efficiency.
• Facilitates easy reservation management and order tracking.
• Enhances overall customer satisfaction through prompt and accurate communication.
Q- 2 How 9 Dimension of quality management can be incorporated by the purchase a mobile phone
and start use it.
1) Performance: Evaluate the mobile phone's speed, processing power, and overall performance to
ensure it meets your requirements.
2) Features: Assess the device's features such as camera quality, storage capacity, and additional
functionalities to meet your specific needs.
3) Reliability: Research the brand's reputation for reliability and read user reviews to gauge the
phone's dependability over time.
4) Conformance: Verify that the mobile phone conforms to industry standards and specifications,
ensuring compatibility with other devices and software
5) Durability: Consider the phone's build quality, materials used, and resistance to common wear
and tear for long-lasting usage
6) Serviceability: Explore the availability of customer support, warranty options, and ease of repairs
in case of malfunctions or damage.
7) Aesthetics: While subjective, the phone's design and visual appeal should align with your
preferences and lifestyle.
8) Perceived Quality: Examine the overall perception of the mobile phone in terms of brand image,
user satisfaction, and market standing.
9) Cost: Assess the value for money by comparing the phone's price against its features,
performance, and overall quality in the market.
Q-3 How deeming philosophy main concepts can be implemented to improve the quality education
of a public sector University
Applying Deming's philosophy to improve the quality of education in a public sector
university involves embracing key principles such as continuous improvement, customer focus, and
collaboration. Start by:
Understanding Customer Needs:
• Identify and understand the needs of students, faculty, and other stakeholders.
• Gather feedback through surveys and open communication channels.
Leadership Commitment:
• Ensure strong commitment from university leadership to quality improvement.
• Promote a culture where leaders actively support and participate in continuous improvement
efforts.
Continuous Improvement:
• Encourage ongoing evaluation and improvement of teaching methods, curriculum, and
administrative processes.
• Implement feedback loops to address issues and enhance overall educational quality.
Employee Involvement:
• Involve faculty, staff, and students in decision-making processes.
• Encourage collaboration and shared responsibility for quality education.
Training and Development:
• Provide professional development opportunities for faculty and staff to enhance their skills.
• Foster a culture of learning and adaptability.
Data-Driven Decision-Making:
• Utilize data and analytics to monitor performance and identify areas for improvement.
• Base decisions on evidence and outcomes.
Break Down Barriers:
• Address organizational silos and promote interdisciplinary collaboration.
• Encourage open communication channels to facilitate idea exchange.
Systematic Approach:
• Adopt a systematic approach to curriculum design, delivery, and assessment.
• Ensure consistency and standardization where appropriate.
Eliminate Fear:
• Create an environment where faculty and staff feel safe to voice concerns and suggest
improvements.
• Emphasize learning from mistakes rather than assigning blame.
Long-Term Perspective:
• Develop a long-term strategy for continuous improvement in education quality.
• Avoid quick fixes and focus on sustainable, lasting improvements.
Community Engagement:
• Engage with the local community to understand their needs and expectations.
• Establish partnerships that can enhance the educational experience.
Section C
Q-1 Define FMEA table and perform the analysis for any three functions of the Laptop
which you are using in home?
FMEA is a systematic method for evaluating processes to identify where and how they might fail and to
assess the relative impact of different failures to prioritize corrective actions. It is typically presented in a
table format.
Here's a simplified FMEA analysis for three functions of a laptop used at home:
Function 1: Battery Life
• Potential Failure Mode: Reduced battery capacity
• Potential Failure Effects: Shortened usage time
• Severity (S): 7 (on a scale of 1 to 10, with 10 being the most severe)
• Potential Causes: Aging
• Occurrence (O): 6
• Current Controls: Charging regimen
• Detection (D): 8
• RPN (Risk Priority Number): 7 x 6 x 8 = 336
• Recommended Actions: Implement battery health monitoring and regular replacements.
Function 2: Screen Display
• Potential Failure Mode: Cracked screen
• Potential Failure Effects: Loss of visual display
• Severity (S): 9
• Potential Causes: Dropping the laptop
• Current Controls: Protective case
• Recommended Actions: Encourage use of protective cases and screen protectors.
Function 3: Operating System
• Potential Failure Mode: System crashes
• Potential Failure Effects: Data loss, non-functioning
• Severity (S): 8
• Potential Causes: Software bugs
• Current Controls: Regular updates
• Recommended Actions: Continuous monitoring and rapid deployment of software patches.
Q-2 Discuss four improvement strategies to improve CGPA in exam
▪ Effective Time Management: Plan your study schedule to allocate sufficient time to each
subject. Break down your study sessions into focused intervals with short breaks in between to
enhance concentration.
▪ Active Learning Techniques: Utilize varied study methods such as summarizing key concepts,
teaching the material to someone else, or creating flashcards. Engaging with the material actively
improves understanding and retention.
▪ Regular Revision: Consistent revision is crucial for long-term retention. Schedule regular review
sessions to revisit previously learned material. This helps reinforce your understanding and
reduces the need for last-minute cramming.
▪ Seeking Help When Needed: Don't hesitate to reach out to professors, classmates, or tutoring
services if you encounter difficulties. Clarifying doubts promptly ensures a solid foundation and a
better grasp of the course material.
Past Paper Fall 2021
Section A
Q-1 “FMEA is directly related to quality dimensions of product” explain it with mobile phone
example?
Failure Modes and Effects Analysis (FMEA) is directly related to the quality dimensions of a
product as it helps identify potential failure modes in various components or functions of the product and
assesses their potential impact on quality. This systematic approach is widely used in manufacturing and
product development to enhance quality, reliability, and customer satisfaction.
Let's explain this with a mobile phone example:
Mobile Phone Example:
1. Functionality:
• FMEA Application: Assess potential failure modes in the mobile phone's functionality, such as
software crashes, unresponsive touchscreens, or malfunctions in specific features (e.g., camera,
Bluetooth).
• Quality Dimension: Ensuring that all functions work as intended without errors contributes to the
overall functionality and quality of the mobile phone.
2. Reliability:
• FMEA Application: Identify potential failure modes related to the reliability of the mobile phone,
such as sudden battery drainage, frequent system crashes, or hardware malfunctions.
• Quality Dimension: A reliable mobile phone should consistently perform its functions without
unexpected failures, contributing to the overall reliability and quality of the product.
3. Durability:
• FMEA Application: Analyze potential failure modes affecting the durability of the mobile phone,
such as easily breakable screens, weak chassis, or susceptibility to water damage.
• Quality Dimension: A durable mobile phone should withstand normal usage conditions and
potential accidents, contributing to the overall durability and quality of the product.
4. Usability:
• FMEA Application: Evaluate potential failure modes in the mobile phone's usability, such as
confusing user interfaces, non-intuitive navigation, or unresponsive touchscreens.
• Quality Dimension: A user-friendly mobile phone enhances the overall usability and quality of
the product, ensuring a positive user experience.
Q-2 Suppose you are a leader of telecom what is your responsibilities to get ISO 9001
certificate of your organization
1. Quality Management System (QMS) Establishment: Lead the development and implementation
of a QMS aligned with ISO 9001 standards.
2. Internal Audits: Conduct regular internal audits to assess adherence to ISO 9001 requirements.
3. Continuous Improvement Culture: Foster a culture that encourages ongoing enhancement of
processes and procedures.
4. Process Documentation Oversight: Oversee the documentation of all processes and procedures to
align with ISO 9001.
5. Quality Objectives Setting: Define and communicate quality objectives in line with
organizational goals.
6. Performance Monitoring: Monitor and evaluate performance metrics to ensure continuous quality
improvement.
7. Compliance Assurance: Ensure strict compliance with ISO 9001 standards across all
organizational aspects.
Q-3 How any two dimension of service quality cab be used to improve services quality of University
of Gujrat?
Service quality in a university setting, such as the University of Gujrat (UOG), is crucial for student
satisfaction and overall success. Let's explore how two dimensions of service quality, as identified in the
SERVQUAL model, can be applied to enhance services at UOG:
1. Tangibles:
• Current State: Evaluate the physical appearance of campus facilities, classrooms, and
administrative offices. Consider the condition of infrastructure, cleanliness, and the availability of
modern technology.
• Improvement Strategies:
1. Facility Maintenance: Implement a regular maintenance schedule to ensure that campus
facilities are clean, well-maintained, and conducive to learning.
2. Technological Upgrades: Invest in modern technology for classrooms and administrative
processes. This could include smart classrooms, efficient online registration systems, and
digital resources for students.
3. Professional Appearance: Train staff to maintain a professional appearance and
demeanor, creating a positive and welcoming environment.
2. Reliability:
• Current State: Assess the reliability of academic and administrative processes, such as timely
availability of course materials, accuracy of information provided, and consistency in grading.
• Improvement Strategies:
1. Timely Communication: Establish clear and consistent communication channels to keep
students informed about important deadlines, events, and changes in academic policies.
2. Efficient Registration Systems: Improve registration processes to reduce errors and
ensure that students can easily access and register for the courses they need.
3. Consistent Grading Practices: Implement standardized grading practices and provide
clear grading criteria to enhance transparency and fairness in assessment.
Implementation Steps for Tangibles and Reliability:
1. Conduct a Gap Analysis:
• Identify current shortcomings and areas for improvement in tangibles (physical
appearance) and reliability (consistency and accuracy in processes).
2. Collect Student Feedback:
• Use surveys, focus groups, or feedback sessions to gather input from students regarding
their perceptions of campus facilities, technology, and the reliability of academic
processes.
3. Prioritize Improvement Initiatives:
• Based on feedback and gap analysis, prioritize initiatives that address the most critical
issues and align with the university's strategic goals.
4. Implement Technological Solutions:
• Introduce or upgrade technological solutions to streamline administrative processes,
enhance communication, and provide students with online resources.
5. Train Staff:
• Conduct training sessions for staff to emphasize the importance of maintaining a
professional appearance and to ensure consistent and reliable service delivery.
6. Monitor and Evaluate:
• Establish key performance indicators (KPIs) related to tangibles and reliability. Regularly
monitor these KPIs and gather ongoing feedback to assess the effectiveness of
implemented improvements.
7. Continuous Improvement:
• Foster a culture of continuous improvement by encouraging regular reviews and
adjustments based on feedback, changing needs, and advancements in technology.
Q-4 How can you implement quality by design approach in high quality Technological organization
for removing old legacy system.
Implementing a Quality by Design (QbD) approach in a high-quality technological organization to
remove old legacy systems involves a systematic and strategic process. The QbD approach focuses on
building quality into the design and development stages of a system rather than addressing quality issues
retrospectively. Here's a step-by-step guide for removing old legacy systems using a QbD approach:
• Clearly define the objectives of removing the old legacy systems. Identify the reasons for the
transition, such as improving efficiency, reducing maintenance costs, enhancing security, or
aligning with modern technological standards.
• Clearly outline the scope of the project, including the systems to be replaced and the expected
benefits.
2. Conduct a Comprehensive System Analysis:
• Perform a thorough analysis of the existing legacy systems, including their functionalities,
dependencies, and integration points.
• Identify potential risks and challenges associated with the removal process, such as data
migration, user training, and potential business disruptions.
3. Engage Stakeholders:
• Involve key stakeholders from various departments, including IT, business units, and end-users,
in the decision-making process.
• Gather input on system requirements, user expectations, and potential challenges.
4. Define Quality Metrics:
• Establish clear quality metrics that align with the organization's goals and objectives. This could
include metrics related to system performance, user experience, data integrity, and security.
5. Develop a Systematic Transition Plan:
• Create a detailed transition plan that outlines the step-by-step process of removing old legacy
systems.
• Identify milestones, timelines, and key activities, considering both technical and non-technical
aspects.
6. Implement Agile Development Practices:
• Adopt agile development methodologies to promote flexibility and responsiveness to changing
requirements during the transition.
• Break down the transition into manageable iterations, allowing for continuous testing and
improvement.
Q-5 Why it is not important to adapt the quality by design approach for any organization? Explain.
It is important to note that the decision to adopt the Quality by Design (QbD) approach for any
organization depends on various factors, and there may be situations where it is not the most suitable or
necessary strategy. Here are some reasons why an organization might choose not to adopt the QbD
approach:
1. Nature of the Organization:
• Low Complexity or Risk: In organizations with relatively simple processes, products, or
services, the level of complexity and risk may be low enough that a QbD approach is not deemed
necessary. Some organizations may find traditional quality management approaches sufficient for
their needs.
2. Short-Term Projects or Products:

• Limited Product Life Cycle: For organizations dealing with short-term projects or products with
a limited life cycle, the investment in extensive design and optimization processes may not be
justified. In such cases, a more straightforward quality management approach may be sufficient.
3. Resource Constraints:
• Limited Resources: Organizations with limited financial resources or expertise in quality
management practices may find it challenging to invest in the extensive resources and training
required for the successful implementation of the QbD approach.
4. Regulatory Environment:
• Lack of Regulatory Requirements: If the industry or sector in which an organization operates
does not have stringent regulatory requirements or if existing regulations do not emphasize a QbD
approach, the organization may prioritize other quality management methods.
5. Customization Challenges:
• Standardization is Adequate: In cases where standardization and conformity to industry norms
are sufficient for meeting quality objectives, organizations may not see the need for the additional
customization and optimization efforts inherent in QbD.
6. Maturity of Processes:
• Well-Established Processes: Organizations with well-established and mature processes may
already have effective quality management systems in place. In such cases, a QbD approach
might be seen as redundant or less critical for achieving quality goals.
Section B
Q-1 Discuss how can you use bench marking Xerox Approach to improve you grades for better
future
Benchmarking is a valuable strategy for improving academic performance by learning from the success of
others. While Xerox's benchmarking approach may be more business-oriented, its principles can be
adapted for educational purposes. Here's how you can use a benchmarking approach inspired by Xerox to
improve your grades for a better future:
1. Identify Top Performers:
• Xerox Approach: Identify industry leaders.
• Academic Adaptation: Identify students who consistently achieve high grades or academic
success in your class or educational institution.
2. Understand Best Practices:
• Xerox Approach: Analyze processes and practices of top performers.
• Academic Adaptation: Understand the study habits, time management techniques, note-taking
strategies, and exam preparation methods of high-achieving students.
3. Set Benchmarking Goals:
• Xerox Approach: Set performance goals based on best practices.
• Academic Adaptation: Set realistic academic goals based on the study habits and strategies
you've identified from top-performing students.
4. Implement Best Practices:
• Xerox Approach: Implement identified best practices.
• Academic Adaptation: Incorporate effective study techniques, time management strategies, and
exam preparation methods into your routine based on what you've learned from top performers.
5. Regular Performance Review:
• Xerox Approach: Regularly review and adjust processes.
• Academic Adaptation: Regularly assess your academic performance. Identify areas of
improvement and adjust your study strategies accordingly.
• Xerox Approach: Foster a culture of continuous improvement.
• Academic Adaptation: Embrace a mindset of continuous learning and improvement. Seek
feedback from instructors, peers, and self-reflection to refine your study techniques.
Q-2 Discuss how can you implement ISO 9001 2008 in any public sector organization
Implementing ISO 9001:2008 in a public sector organization involves establishing a Quality
Management System (QMS) that aligns with the requirements of the ISO 9001:2008 standard. The ISO
9001:2008 standard outlines a set of principles for effective quality management, and its implementation
can help enhance organizational efficiency, customer satisfaction, and overall performance. Here are the
steps you can take to implement ISO 9001:2008 in a public sector organization:
1. Understand the ISO 9001:2008 Standard:
• Familiarize yourself and the organization's stakeholders with the ISO 9001:2008 standard.
Understand its requirements, principles, and the process approach to quality management.
2. Leadership Commitment:
• Obtain commitment and support from top management to implement and maintain the QMS.
Ensure that leadership is actively involved in the implementation process.
3. Establish a Quality Management Team:
• Form a cross-functional team responsible for implementing and managing the QMS. Include
representatives from various departments to ensure comprehensive coverage.
4. Conduct a Gap Analysis:
• Assess the existing processes, policies, and procedures against the requirements of ISO
9001:2008. Identify the gaps that need to be addressed for compliance.
5. Define Quality Policy and Objectives:

• Develop a quality policy that reflects the organization's commitment to meeting customer
requirements and continuous improvement. Set measurable quality objectives aligned with the
policy.
6. Document the QMS:
• Establish a document control system to manage policies, procedures, and work instructions.
Ensure that documents are accessible, controlled, and regularly reviewed.
7. Implement Process Controls:
• Define and document key processes within the organization. Implement controls to monitor and
measure process performance, ensuring consistency and compliance with quality requirements.
8. Training and Competence:
• Identify the competencies required for employees to fulfill their roles effectively. Provide training
to ensure that employees have the necessary skills and knowledge.
9. Monitor and Measure:
• Establish a system for monitoring and measuring key performance indicators (KPIs) related to
quality objectives and customer satisfaction. Use this data for decision-making and continual
improvement.
10. Implement Corrective and Preventive Actions:
• Develop procedures for identifying, addressing, and preventing non-conformities. Implement
corrective actions to address immediate issues and preventive actions to avoid recurrence.
Q-3 How PDCA seven steps approach is implemented to achieve your carrier path goal?
The implementation of the PDCA (Plan-Do-Check-Act) cycle into seven steps to achieve your career path
goals:
1. Identify Career Goals (Plan):
• Plan Phase: Clearly define your career objectives. Identify the specific role, industry, or position
you aspire to. Set SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound).
2. Research and Plan Strategies (Plan):
• Plan Phase: Research the requirements and qualifications needed for your desired career path.
Explore industry trends, networking opportunities, and potential challenges. Develop a strategic
plan outlining the steps to reach your goals.
3. Create a Career Development Plan (Plan):
• Plan Phase: Develop a detailed career development plan that includes short-term and long-term
goals. Outline the skills, education, certifications, and experiences required. Break down the plan
into actionable steps.
4. Take Action (Do):
• Do Phase: Start implementing your career development plan. Take concrete actions such as
enrolling in relevant courses, gaining practical experience through internships or projects, and
actively seeking opportunities aligned with your goals.
5. Seek Feedback and Evaluate Progress (Check):
• Check Phase: Regularly assess your progress. Seek feedback from mentors, colleagues, or
industry experts. Evaluate whether you are on track to meet your goals. Identify any obstacles or
areas that need improvement.
6. Adjust and Improve Strategies (Act):
• Act Phase: Based on feedback and evaluation, make necessary adjustments to your strategies. If
certain approaches are not yielding the desired results, be open to adapting your plan.
Continuously refine and optimize your approach.
7. Celebrate Achievements and Set New Goals (Act):
• Act Phase: Celebrate your achievements and milestones along the way. Acknowledge your hard
work and accomplishments. As you reach specific goals, set new ones that align with your
evolving aspirations and the changing dynamics of your chosen field.
Additional Considerations:
- Networking:
• Plan: Identify key networking events and strategies.
• Do: Attend industry events, connect with professionals, and build your network.
• Check: Assess the effectiveness of your networking efforts.
• Act: Adjust your networking strategies based on feedback and results.
- Skill Development:
• Plan: Identify skills needed for your career path.
• Do: Enroll in courses, attend workshops, and gain hands-on experience.
• Check: Evaluate the impact of skill development on your career progress.
• Act: Continuously update and expand your skill set based on industry demands.
Section C
Q-1 How can you implement quality by design approach in high quality Technological organization
for removing old legacy system.
Implementing a Quality by Design (QbD) approach in a high-quality technological organization to
remove old legacy systems involves a systematic and strategic process. The QbD approach focuses on
building quality into the design and development stages of a system rather than addressing quality issues
retrospectively. Here's a step-by-step guide for removing old legacy systems using a QbD approach:
• Clearly define the objectives of removing the old legacy systems. Identify the reasons for the
transition, such as improving efficiency, reducing maintenance costs, enhancing security, or
aligning with modern technological standards.
• Clearly outline the scope of the project, including the systems to be replaced and the expected
benefits.
2. Conduct a Comprehensive System Analysis:
• Perform a thorough analysis of the existing legacy systems, including their functionalities,
dependencies, and integration points.
• Identify potential risks and challenges associated with the removal process, such as data
migration, user training, and potential business disruptions.
3. Engage Stakeholders:
• Involve key stakeholders from various departments, including IT, business units, and end-users,
in the decision-making process.
• Gather input on system requirements, user expectations, and potential challenges.
4. Define Quality Metrics:
• Establish clear quality metrics that align with the organization's goals and objectives. This could
include metrics related to system performance, user experience, data integrity, and security.
5. Develop a Systematic Transition Plan:
• Create a detailed transition plan that outlines the step-by-step process of removing old legacy
systems.
• Identify milestones, timelines, and key activities, considering both technical and non-technical
aspects.
6. Implement Agile Development Practices:
• Adopt agile development methodologies to promote flexibility and responsiveness to changing
requirements during the transition.
• Break down the transition into manageable iterations, allowing for continuous testing and
improvement.
Q-2 How you can implement deeming philosophy in telecom industry to improve the performance?
1. Understanding the Deeming Philosophy:
• Introduction: Provide an overview of the deeming philosophy and its potential impact on
performance improvement in the telecom industry.
2. Assessment of Current Performance:
• Current State Analysis: Evaluate the existing performance metrics, key performance indicators
(KPIs), and operational processes in the telecom organization.
3. Identification of Key Performance Areas:
• Critical Focus Areas: Determine the specific areas within the telecom industry where the deeming
philosophy can be applied for maximum impact on performance.
4. Establishing Performance Standards:
• Defining Standards: Set clear and measurable performance standards aligned with the deeming
philosophy. This could include benchmarks for efficiency, customer satisfaction, and network
reliability.
5. Implementation of Deeming Principles:
• Integration into Operations: Detail how the deeming philosophy will be integrated into daily
operations, emphasizing a proactive approach to performance improvement.
6. Training and Skill Development:
• Employee Empowerment: Outline plans for training and developing the skills of telecom
professionals to align with the principles of the deeming philosophy.
7. Feedback Mechanisms:
• Continuous Feedback Loop: Establish mechanisms for ongoing feedback from employees,
customers, and stakeholders to ensure continuous improvement aligned with the deeming
philosophy.
8. Technology Integration:
• Incorporating Technological Advances: Discuss how emerging technologies and innovations will
be leveraged to enhance performance in line with the deeming philosophy.
9. Performance Monitoring and Reporting:
• Real-Time Monitoring: Describe how real-time monitoring systems will be implemented to track
performance against established standards.
10. Communication and Collaboration:
• Stakeholder Engagement: Emphasize the importance of clear communication and collaboration
among teams, departments, and external partners to support the deeming philosophy.
11. Risk Management:
• Identifying and Mitigating Risks: Address potential risks associated with the implementation of
the deeming philosophy and outline strategies for risk management.
12. Measuring Success:
• Key Performance Indicators (KPIs): Define specific KPIs to measure the success of the deeming
philosophy in improving performance over time.
• Adapting and Evolving: Highlight the commitment to a culture of continuous improvement,
where strategies are adjusted based on feedback and changing industry dynamics.
Past paper Fall 2019
Section A
Q-1 How a manger can be successful at workplace by adopting seven habits of effective people?
Adopting Stephen Covey's "The 7 Habits of Highly Effective People" can significantly
contribute to a manager's success in the workplace. Here's how a manager can apply these habits:
1. Be Proactive:
• Take initiative and responsibility for your actions.
• Anticipate and address potential issues before they become problems.
• Focus on what you can control and influence.
2. Begin with the End in Mind:
• Define clear goals and objectives for yourself and your team.
• Develop a vision for your team's success and align your actions accordingly.
• Prioritize tasks based on their contribution to long-term objectives.
3. Put First Things First:
• Prioritize tasks based on importance, not just urgency.
• Create a schedule that reflects your priorities.
• Learn to say no to tasks that do not align with your goals.
4. Think Win-Win:
• Cultivate a mindset that seeks mutually beneficial solutions.
• Collaborate with others to find solutions that satisfy both parties.
• Avoid a zero-sum mentality and focus on creating value for everyone involved.
5. Seek First to Understand, Then to Be Understood:
• Practice empathetic listening to understand others' perspectives.
• Avoid making assumptions and seek clarification when needed.
• Communicate your ideas effectively and consider others' viewpoints.
6. Synergize:
• Foster a collaborative and inclusive work environment.
• Encourage diverse perspectives and ideas to create innovative solutions.
7. Sharpen the Saw:
• Take care of your physical, mental, emotional, and spiritual well-being.
• Continuously invest in your personal and professional development.
Q-2 What is quality by design and discuss its communication Model also?
Quality by Design (QbD):

Quality by Design is a systematic approach to drug development and manufacturing that emphasizes
building quality into the product from the very beginning. It's commonly used in the pharmaceutical
industry, but the principles can be applied to various fields. The main goal of QbD is to ensure that a
product consistently meets its intended quality attributes.
Key components of QbD include:
1. Design of Experiments (DOE): Utilizing statistical methods to systematically explore the impact
of various factors on the product and process.
2. Risk Assessment: Identifying and mitigating potential risks to quality throughout the product life
cycle.
3. Process Analytical Technology (PAT): Employing in-process monitoring and control to ensure
the quality of the product during manufacturing.
4. Knowledge Management: Documenting and leveraging knowledge gained during development
and manufacturing to improve processes and prevent issues.
Communication Model in QbD:
Effective communication is crucial in the QbD framework to ensure that all stakeholders are aligned with
the quality goals. The communication model in QbD involves collaboration and information exchange
among various teams and departments. Here are key elements:
1. Multidisciplinary Collaboration:
• Different teams (research, development, manufacturing, quality assurance, etc.) must
collaborate from the early stages.
• Cross-functional teams ensure a comprehensive understanding of the product and
process.
2. Risk Communication:
• Clear communication of identified risks and their potential impact on product quality.
• Discussing risk mitigation strategies and ensuring that all relevant parties are aware of
and understand the risks involved.
3. Documentation and Knowledge Transfer:
• Thorough documentation of all aspects of the product and process development.
• Clear transfer of knowledge between different stages of development and between teams.
4. Continuous Feedback Loop:
• Regular meetings and feedback sessions to discuss progress and address any emerging
issues.
• Open communication channels to allow for the timely resolution of problems.
5. Standardized Terminology:
• Using a standardized vocabulary to prevent misunderstandings and ensure that all team
members interpret information consistently.
6. Regulatory Communication:
• Establishing communication channels with regulatory authorities to ensure compliance
and facilitate a smooth approval process.
7. Training and Education:
• Providing ongoing training to ensure that all team members are well-versed in the QbD
principles and methodologies.
Q-3 How is deeming philosophy can be implement to improve the service quality in a university?
1. Identify and Celebrate Strengths:
• Conduct assessments and evaluations to identify areas of strength in various aspects of
university services.
• Acknowledge and celebrate the achievements, positive feedback, and successful practices
within the university community.
2. Positive Reinforcement:
• Implement a system of positive reinforcement to recognize and reward individuals or
teams that contribute to service quality.
• Emphasize and highlight positive outcomes, innovative approaches, and exceptional
service delivery.
3. Continuous Improvement Culture:
• Foster a culture where acknowledging strengths is not about complacency but serves as a
foundation for continuous improvement.
• Encourage feedback and suggestions for improvement while building on existing
successes.
4. Transparent Communication:
• Clearly communicate the university's commitment to recognizing and building upon its
strengths.
• Share success stories, best practices, and examples of excellent service to inspire others.
5. Empowerment and Ownership:
• Empower staff and faculty to take ownership of their roles in delivering high-quality
services.
• Encourage a sense of pride and responsibility among all members of the university
community.
6. Training and Development:
• Provide training opportunities to enhance skills and competencies, aligning with the
identified strengths of the university.
• Invest in professional development to ensure continuous growth and improvement.
Section B
Q-1 What is failure mode and effect analysis, what are the stages briefly explain?
Failure Mode and Effect Analysis (FMEA) is a systematic method for evaluating processes to identify
where and how they might fail and to assess the relative impact of different failures. FMEA is commonly
used in various industries, including manufacturing, healthcare, and technology, to proactively manage
and mitigate risks associated with product or process failures.
The FMEA process typically involves several stages:
1. Scope Definition:
• Clearly define the scope of the analysis, whether it's focused on a product, a process, or a
system.
• Identify the specific boundaries and objectives of the analysis.
2. Formation of a Cross-Functional Team:
• Assemble a team with members from different functional areas, including those with
expertise in the process under consideration.
• Ensure diverse perspectives to capture a comprehensive view of potential failure modes.
3. Identification of Components and Functions:
• Break down the system or process into its individual components and functions.
• Identify how each component contributes to the overall functioning of the system.
4. Identification of Failure Modes:
• Brainstorm and list all potential failure modes for each component or function.
• Consider both common and rare failure scenarios.
5. Assessment of Failure Effects:
• Evaluate the effects or consequences of each identified failure mode on the overall
system or process.
• Assess the severity of the impact on safety, quality, compliance, and other relevant
criteria.
6. Assignment of Severity, Occurrence, and Detection Ratings:
• Assign a numerical rating for the severity, occurrence, and detection of each failure
mode.
• Severity represents the impact of the failure, occurrence reflects the likelihood of the
failure happening, and detection indicates the likelihood of detecting the failure before it
reaches the customer.
7. Calculation of Risk Priority Number (RPN):
• Multiply the severity, occurrence, and detection ratings to calculate the Risk Priority
Number (RPN) for each failure mode.
• RPN helps prioritize which failure modes require immediate attention and mitigation.
8. Prioritization and Action Planning:
• Prioritize the identified failure modes based on their RPN values.
• Develop action plans to address and mitigate high-priority failure modes.
• Consider implementing changes in design, process, or controls to reduce risks.
9. Implementation of Changes:
• Implement the recommended changes and improvements to the system or process.
• Monitor and track the effectiveness of these changes over time.
10. Review and Continuous Improvement:
• Periodically review and update the FMEA as changes are made to the system or process.
• Continuously assess and improve the FMEA process itself for better effectiveness.
Q-2 What is quality management system, also describe the ISO 9001 quality system and its
requirements?
Quality Management System (QMS):
A Quality Management System (QMS) is a set of processes, policies, procedures, and records that define
how an organization ensures that its products or services consistently meet or exceed customer
expectations. The primary goal of a QMS is to establish a systematic approach to quality that facilitates
continuous improvement and compliance with relevant standards and regulations.
One of the most widely recognized and adopted standards for QMS is ISO 9001.
ISO 9001 Quality Management System:
ISO 9001 is an international standard that specifies the requirements for a Quality Management System. It
is applicable to any organization, regardless of its size or the industry it operates in. ISO 9001 provides a
framework for establishing, implementing, maintaining, and continually improving an effective QMS.
The standard is based on several key principles:
1. Customer Focus:
• Understanding and meeting customer requirements and expectations.
2. Leadership:
• Establishing a clear vision and direction for the organization.
• Demonstrating leadership commitment to quality.
3. Engagement of People:
• Involving and empowering employees at all levels.
• Promoting a culture of competence and collaboration.
4. Process Approach:
• Managing activities and resources as processes to achieve desired outcomes.
• Identifying, understanding, and managing interconnected processes.
5. Improvement:
• Continuously seeking opportunities for improvement.
• Implementing measures to enhance the effectiveness of the QMS.
6. Evidence-Based Decision Making:
• Making decisions based on analysis and evaluation of data and information.
7. Relationship Management:
• Managing relationships with interested parties, such as suppliers and customers, for
mutual benefit.
ISO 9001 Requirements:
ISO 9001:2015, the latest version of the standard, outlines several key requirements for establishing and
maintaining a QMS. The requirements include:
1. Context of the Organization:
• Understanding the internal and external factors that can affect the QMS.
2. Leadership:
• Demonstrating leadership commitment.
• Establishing a quality policy and objectives.
3. Planning:
• Identifying and addressing risks and opportunities.
• Planning for changes within the organization.
4. Support:
• Providing resources, including competent personnel and infrastructure.
• Ensuring effective communication within the organization.
5. Operation:
• Planning and controlling the design and development of products and services.
• Managing the provision of products and services, including monitoring and measurement
activities.
6. Performance Evaluation:
• Monitoring, measuring, analyzing, and evaluating performance.
• Conducting internal audits to assess conformity and effectiveness.
7. Improvement:
• Continually improving the effectiveness of the QMS.
• Corrective action and preventive action to address nonconformities and prevent
recurrence.
Q-3 Define the kaizen approach for continues process improvement, Explain the juran trilogy for
process improvement.
Kaizen Approach for Continuous Process Improvement:
Kaizen, a Japanese term meaning "change for better" or "continuous improvement," is a philosophy and
approach to process improvement that focuses on making incremental and continuous changes to enhance
efficiency, quality, and overall performance. Kaizen emphasizes the involvement of all employees, from
top management to frontline workers, in identifying and implementing improvements. The key principles
of the Kaizen approach include:
1. Continuous Improvement: Strive for constant, small improvements in processes, products, and
services.
2. Employee Involvement: Encourage and empower employees at all levels to contribute their
ideas and suggestions for improvement.
3. Elimination of Waste: Identify and eliminate non-value-added activities, reducing waste in time,
resources, and materials.
4. Standardization: Establish and maintain standardized processes to ensure consistency and
facilitate continuous improvement.
5. Cross-Functional Collaboration: Promote collaboration and communication across different
departments and functions to address systemic issues.
6. Customer-Centric Focus: Align improvements with customer needs and expectations, ensuring
that changes add value for the end-user.
7. Visual Management: Use visual tools, such as charts and diagrams, to make information about
processes and performance easily understandable.
8. Small, Incremental Changes: Implement small changes regularly rather than large, disruptive
changes, making it easier for the organization to adapt.
Juran Trilogy for Process Improvement: The Juran Trilogy, developed by quality management pioneer
Joseph M. Juran, outlines three key managerial processes for achieving quality improvements in an
organization. The three components of the Juran Trilogy are:
1. Quality Planning:
• Set Quality Goals: Establish specific, measurable, and achievable quality goals based on
customer needs and organizational objectives.
• Identify Processes: Identify the key processes that impact quality and define the critical
steps in those processes.
• Develop Strategies: Develop strategies, plans, and methods to achieve the quality goals.
2. Quality Control:
• Evaluate Performance: Measure and evaluate actual performance against established
quality goals.
• Compare Results: Compare actual performance with the planned performance to
identify variations and deviations.
• Take Corrective Action: If variations are found, take corrective actions to address the
root causes and bring the process back into control.
3. Quality Improvement:
• Identify Causes: Determine the root causes of quality issues and inefficiencies.
• Implement Solutions: Develop and implement solutions to address the identified root
causes.
• Standardize Changes: Standardize the improved processes to ensure sustainability and
continuous improvement.
Section C
Q-1 What is meant by bench marking and explain process of bench marking in detail
Benchmarking is a systematic process of comparing an organization's processes,
practices, products, or performance metrics against those of industry leaders or best-in-class companies.
The goal is to identify areas for improvement and adopt best practices to enhance an organization's own
performance. Benchmarking is a strategic management tool that helps organizations stay competitive,
innovate, and achieve excellence in various aspects of their operations.
Process of Benchmarking:
• Clearly define the objectives of the benchmarking process.
• Determine the scope, including specific processes, functions, or areas to be benchmarked.
2. Identify Metrics and Criteria:
• Select key performance metrics and criteria relevant to the benchmarking objectives.
• Ensure that the chosen metrics align with the organization's strategic goals.
3. Identify Benchmarking Partners:
• Identify organizations that are considered industry leaders or best-in-class in the chosen
areas.
• Consider both direct competitors and companies from other industries that excel in the
selected criteria.
4. Data Collection:
• Gather data on the selected metrics from both the benchmarking partners and the
organization being benchmarked.
• Use various methods, such as surveys, site visits, interviews, and data analysis, to collect
relevant information.
5. Data Analysis and Comparison:
• Analyze the collected data to identify performance gaps and differences between the
organization and benchmarking partners.
• Compare processes, practices, and performance against industry standards and best
practices.
6. Identify Best Practices:
• Identify and document the best practices employed by benchmarking partners that
contribute to their success.
• Evaluate the feasibility and applicability of adopting these practices within the
organization.
7. Set Improvement Goals:
• Establish specific, measurable, achievable, relevant, and time-bound (SMART)
improvement goals based on the identified best practices.
• Align improvement goals with the organization's overall strategic objectives.
8. Develop an Implementation Plan:
• Develop a comprehensive plan for implementing the identified best practices and
achieving improvement goals.
• Define roles, responsibilities, timelines, and resource requirements.
9. Implement Changes:
• Implement the planned changes and improvements in a phased and controlled manner.
• Monitor the implementation process and address any challenges or roadblocks.
10. Measure and Evaluate:
• Continuously measure and evaluate the impact of the implemented changes on
performance metrics.
• Compare the updated performance against the benchmarked organizations and industry
standards.
11. Document and Communicate Results:
• Document the results of the benchmarking process, including improvements achieved
and lessons learned.
• Communicate results and share insights with relevant stakeholders within the
organization.
• Embrace a culture of continuous improvement by regularly revisiting benchmarking
processes, updating goals, and seeking new opportunities for enhancement.
Q-2 Motivation is based on the perception of rewards and recognition and discuss in the light of
deeming philosophy
Motivation is a complex psychological concept that involves the internal and external factors that drive an
individual to take certain actions, exhibit particular behaviors, or pursue specific goals. Rewards and
recognition are often significant contributors to employee motivation in the workplace.
In the context of motivation and the perception of rewards and recognition, here's how it can be
discussed:
1. Incentives and Recognition as Motivators:
• Employees are often motivated by the prospect of rewards, which can take the form of
financial incentives, promotions, or other tangible benefits.
• Recognition, both formal and informal, is a powerful motivator. It involves
acknowledging employees' contributions and achievements, fostering a positive work
environment.
2. Perception of Fairness:
• The perception of fairness in the distribution of rewards and recognition is crucial. If
employees believe that the system is fair and transparent, it enhances their motivation.
• Deeming philosophy, if it implies a fair and just approach in assessing and
acknowledging performance, aligns with creating a perception of fairness.
3. Alignment with Individual Goals:
• Motivation is also influenced by how well rewards and recognition align with an
individual's personal and professional goals.
• The deeming philosophy, if it emphasizes aligning organizational goals with individual
aspirations, can contribute to a more motivated workforce.
4. Continuous Improvement and Feedback:
• Regular feedback on performance and opportunities for improvement contribute to a
motivational work environment.
• A deeming philosophy that emphasizes continuous improvement aligns with providing
constructive feedback and opportunities for growth.
5. Creating a Positive Work Culture:
• Recognition and rewards contribute to building a positive workplace culture where
employees feel valued and appreciated.
• If the deeming philosophy promotes a positive and affirming culture, it can positively
impact employee motivation.
6. Individualized Approaches:
• People are motivated by different factors. Recognizing and rewarding individuals based
on their unique contributions and needs can enhance motivation.
• A deeming philosophy that recognizes individual strengths and contributions supports
personalized approaches to motivation.
Past Paper Total Quality Management
Section A
Q-1 Explain the evolution in TQM in detail?
1. Quality Inspection Era (1900-1930s):
• Focus on inspection and detecting defects at the end of the production process.
• The belief that controlling and eliminating defective products would lead to improved
quality.
2. Quality Control Era (1930s-1950s):
• Introduction of statistical methods, such as Shewhart's control charts and sampling
techniques, to monitor and control processes.
• The concept of "control" to prevent defects during production rather than just identifying
them at the end.
3. Quality Assurance Era (1950s-1970s):
• Shift from mere inspection to a more proactive approach emphasizing preventive actions.
• Introduction of quality assurance techniques to ensure that processes were designed and
executed to produce high-quality products.
• Emergence of international quality standards.
4. Total Quality Control (TQC) Era (1960s-1980s):
• Focus on total involvement of all employees in the quality improvement process.
• Introduction of the concept of "quality circles" where small groups of employees
brainstormed and implemented improvements.
• Expansion of TQC beyond manufacturing to include service industries.
5. Total Quality Management (TQM) Era (1980s-1990s):
• Popularization of the term "Total Quality Management."
• Integration of quality principles into all aspects of organizational management,
emphasizing customer satisfaction and continuous improvement.
• Use of methodologies such as Six Sigma and Lean to enhance TQM practices.
• TQM as a strategic tool for achieving business excellence.
6. Integration of TQM with Business Strategy (1990s-Present):
• TQM becomes an integral part of overall business strategy.
• Emphasis on aligning quality objectives with organizational goals and customer needs.
• Introduction of quality management systems based on international standards, such as
ISO 9000.
• Integration of TQM principles into various management frameworks, including Six
Sigma, Lean Management, and Agile methodologies.
7. Digital Transformation and Industry 4.0 (Present and Future):
• Integration of digital technologies and data analytics into TQM processes.
• Use of advanced analytics and artificial intelligence for quality prediction, process
optimization, and decision-making.
• Implementation of Industry 4.0 concepts to achieve smart manufacturing and real-time
monitoring of quality parameters.
Q-2 How is deeming philosophy can be implemented to improve the quality learning in a private
sector university?
Some ways it can be implemented in a private sector university:
1. Recognition of Diverse Learning Styles:
• Acknowledge and value the diversity of learning styles among students.
• Implement teaching methods and materials that cater to various learning preferences.
2. Individualized Feedback and Recognition:
• Provide personalized feedback to students, recognizing their strengths and areas for
improvement.
• Implement assessment practices that focus on individual progress and growth.
3. Acknowledgment of Student Contributions:
• Recognize and celebrate students' contributions inside and outside the classroom.
• Highlight achievements, leadership, and positive behaviors that contribute to the learning
community.
4. Support for Inclusive Education:
• Embrace inclusive education principles by acknowledging and accommodating diverse
student needs.
• Create an environment that values and supports students of different backgrounds,
abilities, and perspectives.
5. Acknowledgment of Faculty Contributions:
• Recognize the efforts and contributions of faculty members to the learning environment.
• Provide opportunities for professional development and acknowledge excellence in
teaching.
6. Emphasis on Continuous Improvement:
• Foster a culture of continuous improvement by encouraging students and faculty to seek
ongoing learning opportunities.
• Acknowledge and celebrate the progress made by individuals and the institution as a
whole.
7. Alignment with Industry Expectations:
• Recognize the importance of aligning the curriculum with industry needs and
expectations.
• Establish partnerships with industries to gain insights and enhance the relevance of
educational programs.
8. Transparent Communication:
• Establish clear and transparent communication channels between students, faculty, and
administration.
• Acknowledge concerns, provide timely information, and involve stakeholders in
decision-making processes.
Q-3 What are the types customer, explain how internal customer satisfaction can lead to external
customer satisfaction with example.
Customers can be categorized into different types based on various criteria. Here are common types of
customers:
1. External Customers:
• Individuals or organizations that purchase goods or services from a company for personal
use or to support their own business operations.
2. Internal Customers:
• Individuals or departments within the same organization that rely on the products,
services, or information provided by other departments or colleagues.
3. End Customers:
• The final users of a product or service, often external customers who directly consume or
benefit from the offering.
4. New Customers:
• Individuals or organizations making their first purchase or transaction with a company.
5. Loyal Customers:
• Customers who consistently choose a particular brand or company over alternatives and
are likely to continue doing so.
.
Internal Customer Satisfaction Leading to External Customer Satisfaction:
Internal customer satisfaction refers to the level of satisfaction and positive experiences that employees or
departments within an organization derive from the products, services, or support provided by their
colleagues or other internal entities. The concept emphasizes the idea that every employee or department
is a customer to another within the organization. When internal customers are satisfied, it often leads to a
positive impact on external customer satisfaction. Here's how this relationship works:
1. Efficient Work Processes:
• Internal customer satisfaction relies on efficient and effective processes within the
organization. When internal processes are streamlined and well-executed, it contributes to
smoother interactions with external customers.
• Example: The marketing department (internal customer) relies on accurate product
information from the product development team (internal supplier). If the product
development team provides comprehensive and timely information, the marketing team
can create more effective external communication materials, leading to better external
customer understanding and satisfaction.
2. Collaboration and Communication:
• Strong collaboration and communication between departments contribute to internal
customer satisfaction. When different departments communicate effectively and work
together seamlessly, it often leads to improved external customer experiences.
• Example: The sales team (internal customer) relies on accurate and up-to-date customer
data from the customer support team (internal supplier). If the customer support team
provides reliable information, the sales team can better understand customer needs,
resulting in improved external customer interactions and satisfaction.
3. Quality of Products and Services:
• The quality of products and services provided internally affects external customer
satisfaction. When internal customers receive high-quality deliverables, it contributes to
the creation of better products or services for external customers.
• Example: The manufacturing department (internal customer) relies on quality raw
materials from the procurement team (internal supplier). If the procurement team ensures
the delivery of high-quality materials, the manufacturing department can produce
superior products, positively impacting external customer satisfaction.
Section B
Q-1 What is FMEA, what is intent FMEA And explain process of FMEA?
FMEA (Failure Modes and Effects Analysis):
Failure Modes and Effects Analysis (FMEA) is a systematic methodology used to evaluate and prioritize
potential failure modes within a process, product, or system. FMEA is widely used in various industries,
including manufacturing, healthcare, and engineering, to identify and mitigate potential risks by assessing
the impact of failures on the overall performance and objectives.
Intent of FMEA:
The primary intent of FMEA is to proactively identify and address potential failures before they occur,
with the ultimate goal of improving the reliability, safety, and performance of a process or product. FMEA
helps organizations prioritize and focus their resources on preventing or mitigating the most critical and
high-risk failures.
Process of FMEA:
The FMEA process involves a step-by-step analysis of potential failure modes, their causes, effects, and
the likelihood of their occurrence, detection, and impact. Here's a general overview of the FMEA process:
1. Select the Process or System:
• Identify and define the specific process, product, or system that will be the focus of the
FMEA.
2. Assemble a Cross-Functional Team:
• Form a team with members representing different disciplines and expertise related to the
process or system under consideration. This team typically includes individuals from
design, production, maintenance, quality assurance, and other relevant areas.
3. Define the Scope:
• Clearly define the scope of the FMEA, including the boundaries and interfaces of the
process or system being analyzed.
4. Identify Components and Functions:
• Break down the process or system into its individual components and functions.
• Identify the key functions that each component must perform.
5. Identify Failure Modes:
• Brainstorm and list all potential failure modes for each component or function.
• Consider both common and rare failure scenarios.
6. Determine Causes and Effects:
• Identify the causes of each failure mode and the effects or consequences of those failures
on the overall process or system.
7. Assign Severity Ratings:
• Evaluate and assign severity ratings to each failure mode based on the potential impact on
safety, quality, compliance, and other relevant criteria.
8. Assign Occurrence Ratings:
• Assess the likelihood or occurrence of each failure mode. Consider factors such as
historical data, experience, and expert judgment.
9. Assign Detection Ratings:
• Evaluate the likelihood of detecting each failure mode before it reaches the customer.
Consider available controls, inspections, and monitoring mechanisms.
10. Calculate Risk Priority Number (RPN):
• Multiply the severity, occurrence, and detection ratings to calculate the Risk Priority
Number (RPN) for each failure mode.
• RPN helps prioritize which failure modes require immediate attention and mitigation.
11. Prioritize and Develop Action Plans:
• Prioritize the identified failure modes based on their RPN values.
• Develop action plans to address and mitigate high-priority failure modes.
12. Implement Changes:
• Implement the recommended changes and improvements to the process or system.
• Monitor and track the effectiveness of these changes over time.
13. Review and Update:
• Periodically review and update the FMEA as changes are made to the process or system.
• Continuously assess and improve the FMEA process itself for better effectiveness.
Q-2 How is the quality policy and quality objects fulfill quality statement, Give you argument, in
the context of quality management requirements?
In the context of quality management, the quality policy, quality objectives, and quality statement are
interconnected components that collectively contribute to the establishment and fulfillment of an
organization's commitment to quality. Let's define each term and discuss how they work together:
1. Quality Policy:
• The quality policy is a formal statement or declaration by top management that outlines
the organization's commitment to quality. It serves as a guiding principle for the
organization's quality management system and sets the overall direction for quality-
related activities.
• A typical quality policy includes statements about meeting customer requirements,
complying with relevant standards, and continually improving the effectiveness of the
quality management system.
2. Quality Objectives:
• Quality objectives are specific, measurable, achievable, relevant, and time-bound
(SMART) targets that an organization sets to achieve its quality policy. These objectives
are derived from the overall goals and direction outlined in the quality policy.
• Quality objectives are typically established at various levels of the organization and are
aligned with strategic business goals. They serve as a roadmap for continuous
improvement and are used to measure the effectiveness of the quality management
system.
3. Quality Statement:
• A quality statement is a concise expression that captures the essence of an organization's
commitment to quality. It is often a brief and memorable phrase or tagline that reflects the
core values and principles related to quality.
• The quality statement is a communication tool that helps convey the organization's
dedication to meeting customer needs, ensuring compliance, and pursuing excellence in
all aspects of its operations.
What a Quality Policy and Quality Objectives Fulfill the Quality Statement:
1. Alignment with Values:
• Argument: The quality policy, quality objectives, and quality statement should all be
aligned with the organization's values and principles. When crafting the quality policy
and setting quality objectives, organizations should ensure that they reflect the core
values embedded in the quality statement.
• Example: If an organization's quality statement emphasizes a commitment to innovation
and customer satisfaction, the quality policy and objectives should also reflect these
values by incorporating elements related to continuous improvement and meeting
customer expectations.
2. Strategic Alignment:
• Argument: The quality policy provides a strategic framework, while quality objectives
offer specific targets that support the organization's strategic goals. Together, they fulfill
the quality statement by translating broad commitments into actionable plans.
• Example: If the quality statement emphasizes the importance of environmental
sustainability, the quality policy may commit to compliance with environmental
regulations, and quality objectives may include targets related to reducing waste or
improving energy efficiency.
• Argument: The quality statement often includes a commitment to continuous
improvement. The quality policy and objectives operationalize this commitment by
setting expectations for ongoing improvement initiatives.
• Example: If the quality statement highlights a dedication to continual improvement, the
quality policy might emphasize the need for regular reviews and updates to the quality
management system, and quality objectives may include measurable improvements over
time.
4. Customer Focus:
• Argument: Many quality statements emphasize a commitment to meeting customer
needs. The quality policy and objectives fulfill this commitment by incorporating specific
actions and targets related to customer satisfaction.
• Example: If the quality statement emphasizes customer satisfaction, the quality policy
may prioritize meeting or exceeding customer expectations, and quality objectives may
include metrics related to customer feedback and service quality.
5. Compliance and Accountability:
• Argument: Quality statements often include a commitment to compliance with relevant
standards and regulations. The quality policy and objectives operationalize this
commitment by specifying the standards to be followed and setting measurable targets for
compliance.
• Example: If the quality statement emphasizes compliance, the quality policy may outline
adherence to specific standards, and quality objectives may include targets related to
regulatory compliance and certification.
Q-3 What is 9 dimensions of quality in detail?
The "Nine Dimensions of Quality" is a framework that was introduced by David A. Garvin in his
influential article "Competing on the Eight Dimensions of Quality" published in the Harvard Business
Review in 1987. Later, a ninth dimension was added. These dimensions provide a comprehensive view of
quality characteristics that organizations can focus on to deliver products or services that meet or exceed
customer expectations. Here are the nine dimensions of quality in detail:
1. Performance:
• Definition: The primary operating characteristics of a product or service that meet the
needs and expectations of the customer.
• Example: For a car, performance may include attributes such as speed, fuel efficiency,
and handling.
2. Features:
• Definition: The additional characteristics or attributes that enhance the appeal and
functionality of a product or service.
• Example: A smartphone with additional features such as a high-resolution camera,
fingerprint recognition, or waterproof design.
3. Reliability:
• Definition: The ability of a product or service to perform consistently without failure
over time.
• Example: A reliable car starts every time, and a reliable software application operates
without unexpected crashes.
4. Conformance:
• Definition: The degree to which a product or service adheres to established standards and
specifications.
• Example: Conformance in manufacturing ensures that each unit produced meets the
same specifications and quality standards.
5. Durability:
• Definition: The lifespan or longevity of a product and its ability to withstand wear and
tear over time.
• Example: Durability in a product like a washing machine implies that it can operate
effectively for a specified number of cycles.
6. Serviceability (Service After Sale):
• Definition: The ease with which a product can be repaired or serviced, and the
responsiveness of service providers.
• Example: Serviceability in the automotive industry involves the availability of spare
parts and the efficiency of repair services.
7. Aesthetics:
• Definition: The sensory and perceptual attributes of a product or service, including its
appearance, feel, and overall design.
• Example: Aesthetics in product design includes factors like color, shape, and overall
visual appeal.
8. Perceived Quality:
• Definition: The customer's subjective judgment of the overall quality or excellence of a
product or service.
• Example: A brand that is associated with high perceived quality may be chosen over
competitors even when objective differences are minimal.
9. Service Consistency:
• Definition: The ability of a service provider to deliver a consistent and uniform level of
service across different interactions and over time.
• Example: A restaurant known for consistent service ensures that customers have a
similar experience during each visit.
Section C
Q-1 Define any two motivation theories in detail?
1. Maslow's Hierarchy of Needs:
Overview: Abraham Maslow proposed the Hierarchy of Needs as a psychological theory of human
motivation in 1943. According to Maslow, individuals are motivated by a hierarchy of needs, arranged in
a pyramid shape. The needs are categorized into five levels, and individuals progress through these levels
as lower-level needs are satisfied.
Hierarchy of Needs:
1. Physiological Needs:
• These are basic survival needs, including food, water, shelter, and sleep.
• Until these needs are satisfied, an individual's focus remains on fulfilling these basic
requirements.
2. Safety Needs:
• Safety needs encompass physical and emotional security, stability, health, and protection
from harm.
• Once physiological needs are met, individuals seek a secure and stable environment.
3. Social Needs (Love and Belongingness):
• Social needs involve the desire for interpersonal relationships, friendships, and a sense of
belonging.
• After achieving safety, individuals seek social connections and a sense of community.
4. Esteem Needs:
• Esteem needs encompass feelings of self-worth, recognition, achievement, and a desire
for respect from others.
• Once social needs are met, individuals strive for recognition and success.
5. Self-Actualization:
• At the pinnacle of the hierarchy, self-actualization involves realizing one's full potential,
pursuing personal growth, and achieving individual goals.
• Individuals seek personal fulfillment, creativity, and the realization of their unique
capabilities.
Application: Employers can use Maslow's Hierarchy of Needs to understand and address employees'
motivations at different levels. For example, offering competitive salaries addresses physiological needs,
providing a safe and supportive work environment satisfies safety needs, and recognizing and rewarding
accomplishments caters to esteem needs.
2. Herzberg's Two-Factor Theory (Motivator-Hygiene Theory):
Overview: Frederick Herzberg's Two-Factor Theory, also known as the Motivator-Hygiene Theory, was
proposed in the 1950s. Herzberg identified two sets of factors that influence job satisfaction and
dissatisfaction independently. Motivator factors, when present, lead to job satisfaction and motivation,
while hygiene factors, when absent, result in dissatisfaction but, when present, only prevent
dissatisfaction.
Motivator Factors:
• Achievement: Recognition, responsibility, challenging work.
• Recognition: Acknowledgment, positive feedback.
• Work itself: The nature of the job, sense of achievement.
Hygiene Factors:
• Company Policy: Rules, regulations, and administrative practices.
• Supervision: Quality of management and supervision.
• Interpersonal Relations: Relationships with colleagues, superiors, and subordinates.
• Working Conditions: Physical environment, tools, and equipment.
• Salary: Compensation and benefits.
• Status: Job title and position within the organization.
Application: Herzberg's theory suggests that enhancing motivator factors leads to job satisfaction and
motivation, while improving hygiene factors prevents job dissatisfaction. Employers can use this theory
to design jobs that provide intrinsic satisfaction (motivator factors) and ensure fair and supportive work
conditions (hygiene factors). For example, offering challenging assignments (motivator) and maintaining
a positive work environment (hygiene) can contribute to employee motivation and satisfaction.
Q-2 Explain the juran trilogy in detail?

The Juran Trilogy is a quality management framework developed by Joseph M. Juran, a renowned quality
management expert. Juran played a significant role in shaping the field of quality management alongside
figures like W. Edwards Deming. The Juran Trilogy, introduced in the mid-20th century, outlines a
structured approach to managing and improving the quality of products and processes within an
organization. The trilogy comprises three interrelated components: Quality Planning, Quality Control, and
Quality Improvement.
1. Quality Planning:
• Definition: Quality Planning involves defining quality standards and establishing processes to
meet those standards before production or implementation.
• Key Components:
• Identify Customers and Their Needs: Understand who the customers are and determine
their requirements and expectations.
• Establish Quality Goals: Set clear, measurable quality objectives aligned with customer
needs and organizational objectives.
• Develop Processes to Meet Goals: Design and develop processes that will help achieve
the established quality goals.
• Optimize Processes: Ensure that processes are efficient and capable of consistently
delivering the desired quality.
2. Quality Control:
• Definition: Quality Control focuses on monitoring and evaluating processes during production or
implementation to ensure that they meet the established quality standards.
• Key Components:
• Performance Measurement: Collect and analyze data to measure the performance of
processes against established standards.
• Comparison to Standards: Compare actual performance to predetermined quality
standards.
• Identify and Correct Deviations: Identify any deviations from the standards and take
corrective actions to bring processes back into compliance.
• Documentation: Maintain records and documentation of quality control activities for
future analysis and improvement.
3. Quality Improvement:
• Definition: Quality Improvement involves continuous efforts to enhance processes and products
to achieve better performance and higher quality.
• Key Components:
• Identify Areas for Improvement: Regularly assess processes to identify areas that can
be improved.
• Develop Solutions: Propose and implement solutions to address identified issues and
improve overall quality.
• Measure the Impact: Evaluate the impact of implemented changes on the performance
of processes and the quality of products.
• Standardize Successful Practices: Once successful improvements are identified,
standardize those practices across the organization.
Application: The Juran Trilogy is applicable across various industries and organizational settings. It
emphasizes the importance of proactive planning, ongoing monitoring, and continuous improvement to
ensure consistent and high-quality outcomes. Organizations that adopt the Juran Trilogy focus on
preventing defects, controlling processes, and continually enhancing their capabilities to meet or exceed
customer expectations.
Benefits:
• Preventive Approach: Quality Planning helps prevent defects and issues from arising by
addressing them in the planning stage.
• Real-Time Monitoring: Quality Control provides real-time monitoring of processes, allowing
organizations to detect and address deviations promptly.
• Continuous Improvement: Quality Improvement ensures that organizations are not just meeting
standards but constantly striving for better performance and quality.

Past Paper TQM

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Past Paper TQM

Uploaded by

Copyright:

Available Formats

Total Quality

Prepared By: Mubariz Siddique

2. Short-Term Projects or Products:

5. Define Quality Policy and Objectives:

Quality by Design (QbD):

Q-2 Explain the juran trilogy in detail?

You might also like